CEO President's Performance Review
George W Bush
Position: CEO & President of the United States
Period Covered: January 2001 through August 2003
Specific Performance Areas
Relations. Poor. The CEO consistently refuses to provide
press conferences or respond to ad hoc questions from analysts
and rating agencies. Survey results reflect public perception
of the nation declining in all markets.
Morale. Poor. Staff satisfaction and morale measures declining
considerably. CEO peer reviews rating dropping precipitously
with respect to continued tenure and job competency. Field
staff operating in perpetual state of insecurity under ongoing
threat by CEO of outsourcing, reductions, and general denigration
by senior staff questioning their loyalty and productiveness.
Staff. Mixed. Entire sections have resigned en masse.
Others have been terminated for abject failure. Patronage
& cronyism seems rampant as clearly unqualified persons are
assigned to sensitive positions. Expensive and vast reorganizations
have been undertaken with no visible increase in effectiveness
Competencies. Unacceptable. CEO and his senior staff have
undertaken to remove critical foundational elements of the
organizations by-laws and core competencies such as freedom,
due process, privacy, and democracy. CEO directives methodically
subvert time honored operational principles and organizational
mission and values.
Recovery Plan. Nonexistent. CEO seems obsessed with specific
past network intrusions and dormant past threats to the exclusion
of a comprehensive overhaul of the underlying network and
broader threat vectors. Yet CEO also suffers a short attention
keeping and Communication. Poor. CEO refuses to cooperate
in investigation into massive failures. CEO and senior staff
operate in complete secrecy from Board of Directors and shareholders.
CEO, COO, Budget Director, and Chief Counsel refuse to cooperate
with internal audit functions. Financial projections are incomplete,
unreliable, and based on inconsistent assumptions.
Unacceptable. Serious gaps in prior military service have
been uncovered. Undisclosed prior arrests. Undisclosed previous
criminal investigations for securities violations, conflicts
of interest, and insider trading.
& Accountability. Poor. Accountability culture is nonexistent.
CEO demonstrates poor judgment in questionable "cozy" social
and business relationships with vendors and competitors.
Poor. CEO provides no-bid and secret contracts for major projects.
Conflicts of interest abound within senior management with
respect to vendor contracting and competitor interactions.
Many prime vendors have been caught in fraudulent billing
schemes and providing sub-standard products with no recourse
taken and relationships continue. Largest subsidiary has lost
nearly $2 billion that cannot be accounted for. Redundant
supply lines, wasteful spending, and procurement fraud are
rampant at largest subsidiary. Many senior staff retain stakes
in entities that work at direct cross-purposes to the organization's
and Budget. Unacceptable. CEO has overseen a deliberate
massive decrease in revenues along with a concurrent substantial
increase in expenditures. Organization is functionally bankrupt.
Organizational finances have been in a nearly unrestrained
free-fall from substantial operating profits just prior to
the CEO's tenure. Lenders and rating agencies are threatening
to downgrade debt and outlook. After substantial decline,
stock has now stagnated for an extended time period. Large
portions of the work force remain idle.
Inadequate. Abrupt termination of long-term joint operating
agreements and marquee partnerships is disturbing. Formation
of ad hoc replacement joint ventures with transient small
players demonstrates absence of long-term strategic design.
Many ad hoc partners are in fact shells financed soley from
our own cash flow. Some joint ventures are maintained with
partners who secretly and even openly cooperate with our competitors.
Unacceptable. Caught completely by surprise by a minor competitor
who inflicted serious damage on morale and market share. Consistently
underestimates the organizational skills and depth of all
competitors. Launched two major market share initiatives that
were poorly executed after the initial release, consistently
over budget, met stronger than expected resistance, and follow-through
to completion is nonexistent. Progress reviews are clouded
and indirect. Any sort of long term planning is not apparent.
Many major competitors are former partners and joint venture
participants who possess substantial amounts of proprietary
knowledge and organization assets and who cooperate surreptitiously
with other existing partners to undermine our success. Other
continued alliances and joint ventures are highly questionable.
products. Poor. Release of new product lines "Afghan Democracy"
and "Iraqi Freedom" are nearly complete flops. Product launch
resulted in the publicized death of thousands of potential
customers along with a portion of the sales force. Subsequent
progress questionable. Leadership and strategic planning not
evident. High-level leadership changes troubling. Post-sales
and customer support function nonexistent. Experiencing several
product boycotts, market fragmentation, and the entry of small
innovators to compete. Vulnerable to ongoing guerilla marketing
by small competitors. Project is wildly over budget, yet sufficient
funds are still not being directed to assure success. Sales
force overextended and under-compensated as well as poorly
trained for long-range task assignments. Cost overruns rampant.
Targeted market niches do not exist. Portions of the initial
cost/benefit analysis that was provided to the Board and the
shareholders contained fabrications, incomplete disclosures,
and unsubstantiated assumptions.
Operating Officer. AWOL. Maintains highly questionable
contacts with major vendor.
Counsel. Bizarre. Counsel's actions indicate an unfamiliarity
with job requirements, periodic obsession with issues peripheral
to organizations main challenges, and hostility to organization's
standards of law - all leading us to question his suitability
for the position.
enhancement. Poor. Abandoned a diverse and successful
revenue mix to solely concentrate all revenue production from
a single low margin product line. High margin product lines
in which we have invested considerable infrastructure and
brand building have been ignored or abandoned. Continued reliance
on price increases from this low margin sector may eventually
result in pricing ourselves into bankruptcy. On the asset
side, prime company assets are sold off at below-market rates
and long-term highly developed operations are being given
away to vendors without extracting adequate compensation or
term planning. Poor. Company infrastructure is crumbling;
workforce training is lagging. Yet the CEO inexplicably continues
to lavish money on vendor kickbacks and wasteful contracting.
and unexplained absences. Unacceptable. CEO was on an
extended vacation during the company's worst crisis in decades.
CEO did not return to his office on a timely basis even upon
learning of the crisis. CEO is repeatedly absent on vacation
during critical phases of reconstruction and reorganization.
CEO leaves for extended trips using company travel assets
- on these trips his sole activity is to begin interviews
and preparation for his next job.
Saddam. Still unaddressed.
Economy. Progress barely perceptible and of questionable
Environment. Utter decline.